At the Global Leadership Summit former CEO of Hewlett-Packard Carly Fiorina presented a simple leadership framework she has used to help lead people in her organisations. Her framework looks a little something like this:
She begins with vision, strategy, and goals. People need to know where we’re headed and why. Second she talked about organisation/team/structure/process – the who, what and how of implementing the vision/strategy. Third she talked about the importance of having some metrics – people know what you value by what you measure. Fourth she spoke of the necessity of healthy cultures if people are to flourish in the organisation. Fiorina suggests that you set the framework and set people free to work and use their initiative. It’s a helpful visual tool for thinking about the various aspects of leadership. I’m not sure though whether it confuses some things which need to be kept distinct. I’m also not sure all of those things are of equal importance.
So I’ve been thinking and reflecting on Carly’s presentation, and have tried to come up with my own version which I think may addresses some of the weaknesses I perceive in her model. Here it is:
The most important element is at the bottom – mission. This dictates core values (which should include culture) which in turn shapes a vision. Only then can we move to goals which in turn shape the strategy and structure. Metrics are important, but probably the least important of these elements. Now I don’t know if this is too complex in terms of having too many elements, and I’m not sure I’ve got them in the right order.
But what do you think? I’d love your thoughts and input in how you might do this exercise?